Flexibility and creativity were needed in adapting to constant changes and new situations for individual staff as well as the organisation as a whole. In a turbulent year, NLR proved to be a resilient, forward moving organisation across the board.
With COVID-19, NLR faced a situation we had no control over. As demand for health and social services increased, NLR’s projects were derailed and field workers grounded due to government measures, resulting in substantially fewer opportunities to implement programmes and projects. However, we did have control over how we adapted to the situation. We took advantage of opportunities in digital solutions and the broader interest in and knowledge of infectious diseases due to COVID-19. Our first priority was the health of our colleagues and the people in the communities where we work. Mobile phones, SMS, WhatsApp, local radio were used to reach persons affected by leprosy with information about preventing the spread of COVID-19. NLR provided emergency aid and we intensified our lobby and advocacy to ensure those affected by leprosy received the governmental and social support they needed. We will continue to do so until No Leprosy Remains